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Should Channel Management be a CXO role?
Yes, it should rank alongside Marketing & Sales
No, It should be part of the CMO/Marketing Director's role
No, it should be part of the CSO/Sales director's role
No, it cuts across all functions
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ROUTES TO MARKET

THE PROBLEM WITH CRM
Ask most chief marketing officers about customer-relationship-management (CRM) systems, and watch them force a wry smile. Normally this masks a very deep sense of frustration and lost credibility with their management colleagues.
Author: Julian Dent | CEO VIA International
Email: jdent@viaint.com

Rating: 4 / 5 | Rate this article

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The truth is that many have found that CRM systems have soaked up so much money that they have little money (or energy) left to spend on important things – like communicating with customers.

CRM has proved to be a bucket with a large hole in it.  Customer data goes out of date at an alarming rate.  Replenishing it costs a fortune.  And I wonder how far huge CRM systems can really predict customer behaviour at all?  Essentially, they rely on analysing past behaviour to map the future.  Yet we live in an unstable and fashion-conscious world.  Who could have forecast the success of the Atkins diet and its impact on consumption?  Three years ago, $400-a-night hotels were the niche every major hotel chain was chasing.  Today that niche has become a tomb.

In any case, people change.  The head of database management at American Express once told me that, however hard he profiled people, 25% of them jumped from one category to another every six months or so.

Of course, various forms of CRM have worked for the lucky few.  Through a judicious combination of database-mining, good direct marketing and the use of call centres, some financial-service outfits have made money.  There can be no doubt of the role that CRM-driven customer loyalty schemes have played in enabling British retailer Tesco to increase its market share.  And some pharmaceutical companies are using CRM to successfully map influencers.

But these are exceptions.  In particular, I think, CRM has proved a huge disappointment to anyone who sells mainly through intermediaries.

So why has CRM proved to be an undeliverable nirvana?
Firstly, I think we should all have the courage to admit that, in most industries, marketing remains an art.  Most marketing relies on the flair, imagination and intuition of individuals.  And most marketing, particularly in business-to-business sectors, is either not measured at all or is measured entirely by your thumb.  Against this background, the very idea that we can construct hugely complex databases predicting our customers’ behaviour is laughable.  It is like asking Stone-Age man to drive a motor car.


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